From Grit to Greatness – A Woman’s Journey in IT Leadership

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Jennifer James (Swisslinx): From Grit to Greatness – A Woman’s Journey in IT Leadership

Jennifer James, Managing Director at Swisslinx, takes the Confare CIOSUMMIT Zurich stage with bold and unfiltered insights on female IT leadership – setting the tone for a conversation the industry needs right now.

From your perspective, what are the biggest hurdles for women on their way to leadership roles?

Everyone has a different story and different challenges when taking that leap into leadership, regardless of whether you’re a man or a woman.

It’s the point in your career where you may be stepping into leadership roles just as you’re also considering starting a family, that’s a very specific challenge to women only. And everyone knows those first few years with young children are tough—the sleepless nights, the constant feeding, the illnesses (oh, the illnesses). You somehow get through it, and then maybe you decide to have a second. Or even a third, as I did. At that point, reality hits, and all hell breaks loose.

You’re just about surviving. But somehow, you’re expected to not only survive, but you’re supposed to thrive.

Try not sleeping through the night for a couple of years and then showing up to a client meeting to perform at your best. How are you supposed to do that?

There’s the childcare cost, especially if you have two or three children. It’s no surprise that many mothers start to feel it’s just not feasible. And then there’s the emotional cost. The tug on your heart as you leave those little humans to be looked after by someone else. You feel torn, like you’re not giving 110% at work or home. And slowly, that feeling of failing at both creeps in.

And let’s be clear, none of this is possible without support. I’ve been fortunate to have an extremely supportive husband. He also has a very demanding job; he’s the founder and CEO of a successful business, and from day one, we agreed everything would be 50/50. The sickness, the sleepless nights, the travel, we communicate, we plan, we support each other. I know this isn’t the norm, and I don’t take it for granted.

Meanwhile, at work, you still need to operate at your highest level, deliver results, lead, inspire, and motivate an entire team.

One of the biggest challenges I’ve faced, and I’m still navigating it, is shifting from being an individual performer to leading a team of great performers. It’s a whole different game. You need to be direct enough to lead, but not so direct that you’re called “bossy.” Men don’t generally get that label.

And in leadership, your peers are still, more often than not, 90% men. So how do you build meaningful, professional relationships in that environment, while staying true to yourself?

I don’t have all the answers yet. But I’m working on it. And I do believe the landscape is changing — slowly, but surely.

How important are role models and networks for female leaders in IT?

They’re essential. You need both, but they do different jobs.

Role models are about seeing what’s possible. It’s one thing to be told you can get to the top; it’s another to see someone like you already there. It makes the ambition concrete, not just a nice idea. It shows you there isn’t just one path up.

Networks are a massive help. They’re a sounding board. A place for a frank chat with people outside your own company who understand the pressures you’re under. You get honest advice without any of the internal politics, which is invaluable when you’re still finding your feet in a role or industry.

What role does mentoring play in promoting female leadership?

One of the most important mentors in my professional life always told me to put my family first. I worked for her company, yet she never hesitated to remind me of that, even though she had every reason to prioritise business outcomes. I can’t imagine many large corporations offering that kind of advice.

Did I always follow it? Probably not. But I felt supported. I never once felt like I couldn’t say, “I need to go because my child is sick.” They cared about the results, yes,  but they also cared about me. And because of that, I cared deeply about the company.

If you can find a great mentor, especially someone who has walked in your shoes, they can help you prepare for what’s ahead and show you how to navigate it.

Join the Female IT Mentoring in Zurich and connect with inspiring leaders who open doors, share real stories, and help you take your next career step with confidence.

What concrete steps can companies take to foster more diversity in IT management?

At the end of the day, it comes down to two things: hiring and promoting.

When I hire, of course I consider what someone has done but what I really focus on is their energy, motivation, and attitude. You can train someone to do a job. But the fundamentals of a person, their mindset, their values, those are much harder to teach.

My own team is 70% female. That wasn’t by design; it was the outcome of hiring the best talent and making a conscious effort to hold zero prior judgment.

This kind of culture starts from the top. If senior leadership believes in it, lives it, and sets the tone, it will filter through the entire organisation. Culture isn’t built through policies, it’s built through actions, through trust, and through the decisions we make every day about who we invest in.

Which skills and qualities are particularly helpful for women to succeed in IT leadership?

The skills are the same for anyone: you have to know your stuff inside out and you have to be able to lead people. But to be blunt, you need to have a thick skin. Resilience is everything. Things won’t always go your way, and you can’t let it knock you off course. And as a working mum, you learn to be ruthlessly efficient with your time. There’s no room for faffing about.

How can men actively support as allies?

It’s simple: action, not words. I’ve been fortunate to have men who championed me right here at Swisslinx and across the group. That means they spoke up for me in meetings when I wasn’t there. They put my name forward for big projects. A real ally doesn’t just agree with you in private; they back you in public. They give credit where it’s due and make sure your voice is heard.

Be part of the Confare #MaleAlly Challenge and show what real allyship looks like – because change in IT leadership happens when men step up, speak out, and share the spotlight.

What advice would you give young women aspiring to a career in IT?

First off, be brilliant at your job, being a woman will not give you a free pass just because you hit a diversity quota. Your work has to speak for itself, no shortcuts. Second, don’t be afraid to say what you want. No one is a mind reader. If you want that promotion, build your case and ask for it and build your network. I’m fairly new to networking myself, but whether it’s women-only groups or mixed ones, having people to talk to is valuable. Listen to their advice, then make your own decisions.

What does “female empowerment” in IT mean to you personally?

Honestly, I don’t really think in those terms. For me, it just means getting to a place where we don’t have to talk about ‘female’ leaders. You’re just a leader. It’s being judged on your performance and your results, full stop. Empowerment is running a successful team and not having your gender be part of the conversation at all. It’s just about the work.

Join the Confare CIOSUMMIT Zurich and be part of the conversations, connections, and ideas that are shaping the future of IT leadership in Switzerland.